Preface

This book presents works from scientists from different countries that gathers the scientific idea of research on organizational culture of recent years in order to expand the possibilities of applying organizational culture theory in different cultural contexts. Therefore, the pre‐ sentation of a brief retrospective review of research on organizational culture is followed by simulation, comparison of the influence of national cultures on organizational management, and finally by a detailed discussion of different challenges for management and leadership.

In the introductory chapter of this book, the key questions are raised: How much underused potential does science have investigating organizational culture? Why will research on or‐ ganizational culture remain relevant? What is the extent of the scientific community's inter‐ est in the phenomenon of organizational culture? What thematic changes in the spectrum of research on organizational culture prevail? The readers will find considerations trying to find answers to the said questions in the introductory chapter prepared by Jolita Vvein‐ hardt, the editor of this book.

In the second chapter ("Model of Culture for Innovation"), Julia C. Naranjo-Valencia and Gregorio Calderon-Hernández offer a holistic innovative culture model that, in addition to addressing cultural traits and their determinants, as is done in other models, considers man‐ agement competencies and organizational capacities that are required to conform to cultural traits to achieve innovative behavior on the part of the organization's individuals.

In the third chapter ("The Role of National Cultures in Shaping the Corporate Management Cultures: A Three-Country Theoretical Analysis"), Mohammad Ayub Khan and Laurie Smith Law analyze the influence of national culture on organizational management cultures by comparing Pakistani, Mexican and the USA national cultures.

In the fourth chapter ("Project Organizational Culture Framework in Construction Indus‐ try"), Luong Hai Nguyen and Tsunemi Watanabe draw attention to the fact that the organi‐ zational culture of the project in various studies was acknowledged as an important factor determining the success or failure of the project. However, research on the development of organizational culture models is mainly applied to general business conditions, while at the project level, they were not developed for construction organizations; therefore, the study seeks to fill in the existing gap.

In the fifth chapter ("Organizational Culture as a Determinant of Construction Companies' Competitiveness: Case Study of Croatia"), Ivana Šandrk Nukić analyzes challenges of the competitive advantage and behavioral changes arising in the country in the transitional pe‐ riod, when the country became part of a united European market. The author also discusses wishes of currently working engineers along with expectations of "Generation Y" in order to predict trends of Croatian construction industry and necessary changes.

In the sixth chapter, ("Reflex-Adaptive Organizational Structure in the Implementation of Large-Scale Projects"), Andrey Morozenko presents the results of research on the study and creation of a new class highly effective organizational structure of the reflex-adaptive type in the context of implementation of a large-scale project. The methodology for the formation of reflexively adaptive organizational structure is presented, paying special attention to quantitative assessment of the flexibility and stability of organizational structures.

In the seventh chapter ("Leadership Competencies Affecting Projects in Organization"), Riaz Ahmed focuses on both leader's competences and project management in relation to organizational culture. It is emphasized that over the last few decades, organizational cul‐ ture was analyzed in the context of project management, but the success of the projects in various organizational environments is still not ensured; therefore, the author provides pro‐ posals that fill in existing gaps.

In the eighth chapter ("Transformational Leadership and Organizational Culture: Keys to Binding Employees to the Dutch Public Sector"), Saniye Çelik analyzes the role of transfor‐ mational leadership and organizational culture in the public sector. It is concluded that transformational leadership and organizational culture are the key to the binding of em‐ ployees to the public sector, while inclusive organizational culture that has space for diversi‐ ty is a decisive factor for the success of interventions used in public organizations.

We hope that this book will be valuable both for scientists and practitioners dealing with organizational culture development problems.

> **Prof. Dr. Jolita Vveinhardt** Department of Management Faculty of Economics and Management Vytautas Magnus University Kaunas, Lithuania

**Chapter 1**

**Provisional chapter**

**Introductory Chapter: Organizational Culture - How**

**Introductory Chapter: Organizational Culture - How** 

© 2016 The Author(s). Licensee InTech. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

© 2018 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use,

distribution, and reproduction in any medium, provided the original work is properly cited.

DOI: 10.5772/intechopen.81134

**Much Underused Potential Does Science Have?**

**1. Why will research on organizational culture remain relevant?**

currently; as a result, it often becomes difficult to get a handle on this abundance.

improvement of one or another detail, it should work better.

A lot of popular tips and ideas that offer an organization the success in one or another field of its activity and are presented as deus ex machina reach the leaders of the organizations

However, quite a few executives or founders of organizations are surprised that the result did not meet their expectations. Why? Usually, this happens because of the fact that even in the twenty-first century, there are some people who look at the organization from the position that has been outdated for hundreds of years, as at a lifeless machine, where after the

Future-oriented organizations, and more specifically, the people who manage them and work for them, should see the organization as an intellectual and smart entity, that consists of many

The assumptions of this approach are based on the researches that are becoming particularly active in recent decades, having understood that organizational culture is a significant phenomenon, explaining both the management and organizational dynamics and development [1], although the history of scientific exploration of the phenomenon comprises just a few decades, and it hardly received the attention of researchers until the beginning of the 1980s [2]. However, the comparatively short history of the research results from the fact that the areas of research investigating different aspects of life and management of the organization are not only intertwined and enrich one another but also allow presuming incredible results

**Much Underused Potential Does Science Have?**

Additional information is available at the end of the chapter

Jolita VveinhardtAdditional information is available at the end of the chapter

http://dx.doi.org/10.5772/intechopen.81134

Jolita Vveinhardt

minds, values and beliefs.

of these processes.

#### **Introductory Chapter: Organizational Culture - How Much Underused Potential Does Science Have? Introductory Chapter: Organizational Culture - How Much Underused Potential Does Science Have?**

DOI: 10.5772/intechopen.81134

Jolita Vveinhardt

wishes of currently working engineers along with expectations of "Generation Y" in order to

In the sixth chapter, ("Reflex-Adaptive Organizational Structure in the Implementation of Large-Scale Projects"), Andrey Morozenko presents the results of research on the study and creation of a new class highly effective organizational structure of the reflex-adaptive type in the context of implementation of a large-scale project. The methodology for the formation of reflexively adaptive organizational structure is presented, paying special attention to

In the seventh chapter ("Leadership Competencies Affecting Projects in Organization"), Riaz Ahmed focuses on both leader's competences and project management in relation to organizational culture. It is emphasized that over the last few decades, organizational cul‐ ture was analyzed in the context of project management, but the success of the projects in various organizational environments is still not ensured; therefore, the author provides pro‐

In the eighth chapter ("Transformational Leadership and Organizational Culture: Keys to Binding Employees to the Dutch Public Sector"), Saniye Çelik analyzes the role of transfor‐ mational leadership and organizational culture in the public sector. It is concluded that transformational leadership and organizational culture are the key to the binding of em‐ ployees to the public sector, while inclusive organizational culture that has space for diversi‐

We hope that this book will be valuable both for scientists and practitioners dealing with

**Prof. Dr. Jolita Vveinhardt** Department of Management

Vytautas Magnus University

Kaunas, Lithuania

Faculty of Economics and Management

quantitative assessment of the flexibility and stability of organizational structures.

ty is a decisive factor for the success of interventions used in public organizations.

predict trends of Croatian construction industry and necessary changes.

posals that fill in existing gaps.

VIII Preface

organizational culture development problems.

Additional information is available at the end of the chapter Jolita VveinhardtAdditional information is available at the end of the chapter

http://dx.doi.org/10.5772/intechopen.81134

### **1. Why will research on organizational culture remain relevant?**

A lot of popular tips and ideas that offer an organization the success in one or another field of its activity and are presented as deus ex machina reach the leaders of the organizations currently; as a result, it often becomes difficult to get a handle on this abundance.

However, quite a few executives or founders of organizations are surprised that the result did not meet their expectations. Why? Usually, this happens because of the fact that even in the twenty-first century, there are some people who look at the organization from the position that has been outdated for hundreds of years, as at a lifeless machine, where after the improvement of one or another detail, it should work better.

Future-oriented organizations, and more specifically, the people who manage them and work for them, should see the organization as an intellectual and smart entity, that consists of many minds, values and beliefs.

The assumptions of this approach are based on the researches that are becoming particularly active in recent decades, having understood that organizational culture is a significant phenomenon, explaining both the management and organizational dynamics and development [1], although the history of scientific exploration of the phenomenon comprises just a few decades, and it hardly received the attention of researchers until the beginning of the 1980s [2]. However, the comparatively short history of the research results from the fact that the areas of research investigating different aspects of life and management of the organization are not only intertwined and enrich one another but also allow presuming incredible results of these processes.

© 2016 The Author(s). Licensee InTech. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. © 2018 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

Drucker [3], observing the processes in the organizations at the end of the last century, accurately identified that creative human intellectual activity will become one of the most important investments of organizations in the new century and results of other studies support it by five key factors of organizational creativity, such as organizational climate, leadership style, organizational culture, resources and skills and structure and systems of an organization [4]. Reviews of newer studies highlight the impact of organizational culture on various knowledge management processes and their links with organizational performance [5, 6], considering the close relationship with the innovativeness of the organizations [7, 8], etc.

On the other hand, the studies do not yet provide unambiguous answers to the questions that arise to both practitioners in the management of organizations and scientists researching the phenomenon of organizational culture. Although some researches support the significance of organizational culture for performance, Scott et al. [9] who studied the researches of a strong culture and efficiency of organizational activities noted the fact that these relationships are not always confirmed; therefore, in order to find out the relationship between organizational culture (cultures) and activity (activities), much greater methodological resourcefulness is necessary. The studies miss unambiguous answers on how to manage cultural diversity in organizations [10]. In addition, Johnson et al. [11] argue that there is no single recipe of organizational culture change suitable for all. According to the authors, attention to context with key features including diagnosis and evaluation of culture, a combination of support from leaders and others in the organization and strategies to embed the culture change is important for the change process to happen. In this context, the analysis of studies conducted by Vom Brocke and Sinnl [12] shows that culture in business process management requires a more comprehensive holistic approach. And these are only some of the aspects of the broad palette of the exploration of the phenomenon of organizational culture, indicating the number of questions that still remain unanswered. It is difficult to find at least one area of organizational activities that would not be influenced by organizational culture, which is demonstrated by the directions of research conducted in recent decades and the abundance of this research.

phenomenon of organizational culture, but it should be noted that the dynamics of the change in highly cited prompts that are far from all research conducted during this period are assessed equally highly in the scientific community. Further, it is worthwhile discussing how the spectrum and topics of research on the organizational culture were changing during these

Publications of the year 2018, i.e. 23 publications (group 1), and research papers published in 1990, i.e. 20 publications (group 2), were selected for further analysis. Review of organiza-

Thus, 23 publications have been registered in the WoS database in 2018 until May; however, not only the formal dates but also the fact that the researches have to go a long way before publishing must be taken into account. In any case, when looking at both the geography of the published researches (the USA, Jordan, India, Brazil, Malaysia, Turkey, the Czech Republic,

**3. Thematic changes in the spectrum of research on organizational** 

years, disclosing new aspects of this phenomenon.

**Table 1.** Statistics of research published in 2008–2018 and 1990–2000.

tional culture studies of 2018 is presented in **Table 2**.

**culture**

Source: own.

**Year Title Highly cited** 

**in field**

2004 52 0 373 0

**Topic Highly cited in field**

 23 0 296 0 2003 47 0 343 0 194 0 1710 9 2002 23 0 289 0 195 0 1656 8 2001 20 0 249 0 183 0 1573 5 2000 54 0 276 0 106 0 1018 7 1999 28 0 244 0 94 1 1039 11 1998 36 0 240 0 128 0 994 6 1997 43 0 236 0 144 0 1011 7 1996 35 0 195 0 114 0 918 10 1995 33 0 183 0 107 0 803 8 1994 32 0 159 0 99 0 724 5 1993 26 0 127 0 79 0 607 5 1992 37 0 124 0 58 0 507 0 1991 33 0 71 0 41 0 393 0 1990 20 0 24 0

**Year Title Highly cited** 

Introductory Chapter: Organizational Culture - How Much Underused Potential Does Science Have?

**in field**

**Topic Highly cited in field**

3

http://dx.doi.org/10.5772/intechopen.81134
